When acquiring a company, its employees run the risk of feeling "sold" and betrayed. To prevent this, ensure they hear the news from a trusted source with a clear rationale before the deal is finalized. This helps them understand the move and feel like part of the future, not just an asset being transferred.

True loyalty isn't lifetime employment but creating a culture so positive that former employees return or become advocates. Actively supporting an employee's exit to a new career can generate more long-term value from referrals and goodwill than attempting to retain someone who has outgrown their role.

HubSpot discovered that employee happiness scores like eNPS did not predict retention. The only survey question that reliably forecasted attrition was, "I see myself at HubSpot in the next 12 months." This became their primary leading indicator for retention efforts.

When facing a stock price slump and talent drain, Wix's CEO advises against trying to stop everyone from leaving. Instead, focus on making sure the very best people stay. Attrition can be healthy, uncovering new leaders and refreshing the organization.

When a star employee leaves for school and explores other firms, stay in touch. To bring them back, anticipate their career interests and proactively design a role that aligns with their newfound passions, even coming to the conversation with a prepared job profile.

Post-acquisition, successfully retaining founders means moving them into a role that leverages their strengths and desires, not a standard operational seat. This may require a difficult, ego-bruising conversation to shift them from general management to a sales-focused role where they will ultimately be happier and more effective.

A buyer can mitigate the risk of losing critical talent by making a deal's closure contingent on securing the commitment of a few essential employees. This shifts the responsibility to the seller to ensure those key individuals are motivated and aligned with the acquisition.

To improve founder retention after an acquisition, Deel's CEO has them report directly to him for a period. This approach provides autonomy, demonstrates their importance to the company's long-term vision, and shows that their expertise is valued at the highest level.

When interviewing, ask candidates: 'In six months, what would be a nightmare situation for you here?' Their answer reveals their work-style preferences and anxieties, highlighting potential mismatches with your company's reality and helping you hire for retention.